Cockpit resource management training at People Express

In January 1986 in a continuing effort to maintain and improve flight safety and solve some Cockpit Resource Management (CRM) problems, People Express implemented a new CRM training program. It is a continuously running program, scheduled over the next three years and includes state-of-the-art full-mission simulation (LOFT), semi-annual seminar workshops and a comprehensive academic program authored by Robert W. Mudge of Cockpit Management Resources Inc. That program is outlined and to maximize its contribution to the workshop's goals, is organized into four topic areas: (1) Program content: the essential elements of resource management training; (2) Training methods: the strengths and weaknesses of current approaches; (3) Implementation: the implementation of CRM training; and (4) Effectiveness: the effectiveness of training. It is confined as much as possible to concise descriptions of the program's basic components. Brief discussions of rationale are included, however no attempt is made to discuss or review popular CRM tenets or the supporting research

Optimal management of urinary tract infections in older people

Urinary tract infections (UTI) occur frequently in older people. Unfortunately, UTI is commonly overdiagnosed and overtreated on the basis of nonspecific clinical signs and symptoms. The diagnosis of a UTI in the older patient requires the presence of new urinary symptoms, with or without systemic symptoms. Urinalysis is commonly used to diagnose infection in this population, however, the evidence for its use is limited. There is overwhelming evidence that asymptomatic bacteriuria should not be treated. Catheter associated urinary tract infection accounts for a significant amount of hospital-associated infection. Indwelling urinary catheters should be avoided where possible and alternatives sought. The use of narrow spectrum antimicrobial agents for urinary tract infection is advocated. Local guidelines are now widely used to reflect local resistance patterns and available agents. Guidelines need to be updated to reflect changes in antimicrobial prescribing and a move from broad to narrow spectrum antimicrobials

The role of high-performance people management practices in Industry 4.0: The case of medium-sized Spanish firms

Purpose: This paper wants to build the case for the key role of high-performance people management practices in the development of I4.0 in SMEs. The research upon which this paper is based wants to prove that the consolidation of those practices should be a priority for any company willing to embark in this journey. The paper deals specifically with medium-sized Spanish firms which, on top, are already having significant issues with digitization. Design/methodology: The paper starts by digging into the literature to see how past technologies have impacted productivity, followed by a review of the material available on digitization and Industry 4.0. It moves on to explore the relationship between people management practices, productivity and innovation. Finally, the focus is placed on Spanish medium-sized companies, understanding their current levels of consolidation of high-performance people management practices as well as digitization. With all this information, several propositions are posited for validation using the Delphi methodology. Findings: I4.0 is, at its core, about productivity improvements through business process and business model innovation. People management practices are found to be strongly correlated with both productivity and innovation. It has also been found that Spanish medium-sized firms already have a significant initial gap compared to those of other OECD countries not only in productivity, but also people management practices and digitization. The experts seem to agree on the key role of people management practices and that they should be a high priority for any firm seriously thinking about industry 4.0. This is not to say that strategy or leadership will not play a paramount role in any digital transformation, but to emphasize the fact that the normally-forgotten people management practices will be important enablers in this process. Originality/value: It is believed that this is a topic that has been mostly neglected in the I4.0 literature. In that sense, the findings of this paper could be relevant for small and medium-sized businesses embarking on the industry 4.0 journey. This will entail a significant investment of time and money and, if the key role of people management practices is not on the radar screen, it may have significant implications for the success of those ventures.Peer ReviewedPostprint (published version

Developing people capabilities for the promotion of sustainability in facility management practices

Sustainability is becoming an integral part of the life-cycle development of built facilities. It is increasingly highlighted during the post construction phase, as facility management personnel can have major influence to the sustainability agenda through operational and strategic management functions. Sustainable practices in facility management can bring substantial benefits such as reducing energy consumption and waste, while increasing productivity, financial return and corporate standing in the community. Despite the potential, facility managers have yet to embrace sustainability ideas holistically and implement them in their operation. The lack of capabilities and skills coupled with knowledge gaps are among the barriers. In the developmental context, capabilities are vital to foster the competency of an organisation. Facility managers need to be empowered with the necessary knowledge, capabilities and skills to support sustainability. This research investigates the potential people capabilities factors that can assist in the implementation of sustainability agenda in facility management practices. Through questionnaire survey, twenty three critical people capability factors were identified and encapsulated into a conceptual framework. The critical factors were separated into four categories of strategic capabilities, anticipatory capabilities, interpersonal capabilities and system thinking capabilities. Pair-wise comparison and Interpretive Structural Modelling techniques were then used to further explore the interrelationship and influence of each critical factor. An interpretive structural model for people capability was developed to identify the priority of critical factors and provide a hierarchical structure to guide facility managers for appropriate actions. The research concludes with three case-studies of professional facility management practices to finalise the developed people capabilities framework and interpretive structural model. Through the identification and integration of different perceptions and priority needs of the stakeholders, a set of guidelines for action and potential effects of each people capability factor were brought forward for the industry to promote sustainability endeavour in facility management practices

Your money matters evaluation: money management for older people

The National Research and Development Centre for adult literacy and numeracy (NRDC) was commissioned by Help the Aged to evaluate Your Money Matters, a free, confidential and impartial money advice service for older people run by Help the Aged in partnership with Barclays. Your Money Matters was launched in 2006. The three-year funding partnership with Barclays ended in April 2009

Does case management improve outcomes for people with schizophrenia?

The Australian and New Zealand clinical practice guidelines recommend intensive case management for people with first-episode psychosis or an acute relapse of schizophrenia. Often initiated following discharge from hospital or transfer from community-based acute care, case management is a collaborative, community-based program designed to ensure people receive quality health care and integrated support services. Case management may provide substantial benefits for people suffering severe mental illnesses like schizophrenia, however, before case management services are made universally available, more work needs to be done to determine when, and for whom, these services are most effective

Hopelessly Mortal: The Role of Mortality Salience, Immortality and Trait Self-esteem in Personal Hope

Do people lose hope when thinking about death? Based on Terror Management Theory, we predicted that thoughts of death (i.e., mortality salience) would reduce personal hope for people low, but not high, in self-esteem, and that this reduction in hope would be ameliorated by promises of immortality. In Studies 1 and 2, mortality salience reduced personal hope for people low in self-esteem, but not for people high in self-esteem. In Study 3, mortality salience reduced hope for people low in self-esteem when they read an argument that there is no afterlife, but not when they read “evidence” supporting life after death. In Study 4, this effect was replicated with an essay affirming scientific medical advances that promise immortality. Together, these findings uniquely demonstrate that thoughts of mortality interact with trait self-esteem to cause changes in personal hope, and that literal immortality beliefs can aid psychological adjustment when thinking about death. Implications for understanding personal hope, trait self-esteem, afterlife beliefs and terror management are discussed